12/27/2023 0 Comments Chop commute philadelphia![]() The pandemic accelerated that approach, she adds, saying that now providers are seeking to not only move more departments off campus but pursue a similar path as CHOP in exploring hybrid and remote work arrangements. In recent years, it was common to see healthcare organizations move nonclinical staffers into corporate headquarter-type spaces or other more affordable buildings off main campuses, freeing up on-campus square footage for patient-facing services and reducing real estate costs, Behnfeldt says. For now, most of the discussions and changes related to evolving workplace strategies apply to nonclinical employees. When it comes to discussing the healthcare workplace, there are two main areas of focus: clinical, or areas located within clinics, diagnostic areas, and inpatient units where medical staff spend a good amount of time and administrative or support space for functions ranging from finance and fundraising to supply chain, procurement, marketing, and public relations. We have an opportunity to look at the things that worked well and to design them with intentionality into the space.” “But now, this far into it, we have a whole different appreciation. “Two, three months into we didn’t have the hindsight yet,” she says. It’s an important step-especially after a year where everyone was in a reactionary mode, says Brooke Behnfeldt, principal and senior interior designer at GBBN (Cincinnati). Similar realizations are happening across the healthcare landscape, as organizations partner with design firms in their pursuit of new workplace strategies, including remote and hybrid options, that will evolve the sector’s work culture along with the physical environments designed to support them. And quite frankly, what we experienced just by ripping off the Band-Aid and having all these folks going remote is that we can offer some options to our employees who can do their work in a hybrid manner,” Hagerty says. “At the end of the day, what we realized was people just want a little bit more choice and flexibility in how they do their work. “There were a lot of leaders who thought offering a hybrid option would work really well,” Hagerty says. The response from staffers was overwhelmingly positive, and after a few months of monitoring productivity, the group found that in some cases productivity actually went up when people were working from home. Discussions were also held with division leaders to gauge their comfort with offering hybrid options whereby employees would be required to come into the office only certain days each week. An internal group comprising representatives from a variety of divisions, including human resources, information technology (IT), and clinical and departmental leadership, was formed to gather feedback from newly remote employees, including those in administration, finance, charitable giving, and marketing, on what they liked about working from home and what they didn’t like. “We had approximately 5,000 people go remote within one week,” says Natalie Miovski Hagerty, senior director, facilities planning and design at CHOP, which like most healthcare organizations across the country quickly shifted its nonessential workers to remote employment to help reduce coronavirus transmission and infection rates.įacing that new reality, Hagerty says the organization decided to take the opportunity to delve deeper into what a more robust remote or hybrid workforce might look like at CHOP. ![]() Before COVID-19, Children’s Hospital of Philadelphia (CHOP) was dipping its toe into remote work arrangements, allowing certain nonclinical employees to work from home one day a month.
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